Hi Yong
Just a quick note to let you know I have been thrown straight into (MSA) Gauge R&R. I do have an opportunity to carry out a full DMAIC project and I am managing to utilise some of the training you gave me.
Just thought you might be interested and I will keep you informed of my progress
Best regards
Bill
Bill Nelson
Production Manager
aerospace tooling LIMITED
Baldovie Industrial Estate
Dundee
People & Partners
– Chief Engineer Role in Development phase (misunderstood in Aerospace Industry)
– Balance functional expertise & Programme integration
– Suppliers/Partners integration into Product Development
– Build in learning & Continuous Improvement
– Build a culture to support Excellence & Relentless Improvement
Lean Process principles
1 Focus on what the Customer Values Product (processes to assess Value vs Customer requirement, starting from clear definition of Customer requirements) Process (Plateau & Phases)
2 Front load Development & explore thoroughly alternative solutions (max. design space) Early Development phase (time allocation, budget allocation, expert teams {rotating}) Structure compliance with Quality gates don’t reopen previous decisions. Simulation more rigorous, modeling, verification of design robustness, design reviews {multi company & multi function}, trade off curves for design alternatives including risk & opportunity assessments
3 Leveled Product Development process flow VSM, 7 wastes, multi-programs resources (planning & Mgt integrated with scheduled milestones, top to bottom & across functional interdependences)
4 Rigorous standardization Design guidelines & standards Catalogues (standards owners) & supporting data, Experts network => transfer of knowledge, lessons learned => design standards… software modular components
Detailed design Variability in the process is reduced here through high levels of standardisation of skills, processes and the designs themselves. This helps eliminate waste and rework which allows greater flexibility of capacity. Detailed standardisation also maximiseslearning and continuous improvement.
Prototype /Tools Two sets of prototype tooling are usually produced, not to test solutions but to choose the different sub-systems and check their integration. Engineering changes will not be accepted after this phase. This is an intensive period for system design manufacturing and quality engineers.
Set based engineering enables many different solutions for a design can be worked on and matured at one time. As the development time increase and moves closer to the start of production unsuitable solutions are stopped but kept on file so potentially could be used for the next new product. The main advantage of set based concurrent engineering is that if the design concept that is chosen fails to meet customer requirements it can be quickly replaced by a robust and mature alternative solution.
Conventional engineering usually starts with the generation of new concepts and ideas too, however the main difference is that the final solution is agreed at a very early stage of the development. This could be before all the other component final designs are decided/understood. Therefore, as the design stages mature if problems are found the solution may have to be reworked several times to ensure it still meets the customer requirements. The major disadvantage of this process is that usually problems are not found until later in the development stages, sometimes as late as after the start of manufacturing. Fixes problems that occur at this stage is much more expensive as you are now trying to change actual components instead of designs on paper.
Manufacturing has a relatively small influence on the overall cost and quality of the product or service supplied.
Remember the Value Stream?
When Lean principles are applied across all the functions in the value stream, true competitive advantage can be gained.
This is sometimes known as Lean Enterprise Lean Product Development demands an integrated multi-disciplined approach.
E.g., Toyota, Ford, Nokia and others,
We understand that we are not Toyota !!!! However, it is important to understand some of the main differences between the Toyota culture and conventional business cultures when they develop new products as it will help you see where we can make changes to grow stronger as a company. Also, it will enable you to understand where development systems have originated from.
Remember this – Is this what we are aiming at?
In Lean Six Sigma the word Supermarket is used to describe a central location for a group of products often held in Kanbans that are collected by a customer.
The obvious analogy is a retail Supermarket that has a range of food, electrical or clothing products held in one large store so customers do not need to visit many different locations. A constant product flow is something you might get in the chemical industry where they use pipes.
Although we aim to make things flow, in most industries constant flow is not possible; we need supermarkets. Basically a supermarket is a store; parts in the supermarket are there because supply cannot be linked directly to demand.
Supermarkets are a group of centrally located Kanbans;
the central location is to allow ‘customers’ the time saving benefit of one stop shopping and supplier consolidation In Lean thinking, supermarkets are a necessary evil;
they should be located as close as possible to the customer(s) and not confused with a buffer stock that may be held within the production chain.
Standard Work and Multi-skilling during Lean Six Sigma is also important;
This helps